Articles starting with “R”

Ancient Chinese technique using pressure point massage (usually on the feet, but also hands and ears) to restore the flow of energy throughout the body.

Also known as zone therapy, a turn-of-the-century practice fostered by three American physicians (Bowers, White and Fitzgerald). In their view, energy travels from critical zones of the body and ends its journey in the feet. Charts are available showing which zones correspond to which internal organs. The theory is that when excessive granular texture is felt in the feet as pressure is applied, it indicates the presence of uric acid crystallization. By rubbing the crystals on the nerve endings in the soles, a reflex reaction is supposedly set up between the zone and its associated body part.

Meaning "universal life-force energy," a scientific method of activating and balancing the life-force energy present in all living things.

Techniques are applied to the entire body, channeling energy to organs and glands, and aligning the chakras (energy centers). Intended to relieve acute emotional and physical conditions. See also Radiance Technique.

The Spa Retail Consultant is responsible for the sale and service of all retail products to guests. They are responsible for maintaining the retail area of the spa in a clean and orderly manner. The Retail Consultant should be knowledgeable of the features and benefits of all retail offerings, product sales and promotions. They must understand how to effectively recommend products to meet the needs of our guests.

Retail Management for Spas represents an important step in the sustainability of the spa industry. The global spa industry has experienced a great deal of change. In some countries, the industry has seen phenomenal growth and in other areas, this growth is just beginning.

During the 18th, 19th and 20th centuries numerous European spas ﬂourished and were supported with full medical staffs and professional personnel. Typically spa visitors were sent to a resort spa by their home doctors in order to “take the waters” and “make a cure.”

Guests would wake up in the early morning and go to the spa fountains and natural springs where they would ﬁll their special measured drinking glasses with the natural mineral waters and drink several servings of the speciﬁcally prescribed waters. The natural waters contained special minerals, gases, and ingredients that would help activate the body to eliminate toxins while stimulating and strengthening the digestive and metabolic systems. In order to further facilitate the internal actions of the waters, spa guests would go on long walks through beautiful grounds, gardens, and forests, alone or with friends. After their walks, guests would likely enjoy additional spa treatments including various types of baths and massages.

Retail Management for Spas | Chapter 1.1 | Importance of Retail

Spas have long centered around responding to the needs of people to ﬁnd relief from stress, improve their health, and enhance their overall wellness. Spas design their treatment menus around meeting these guest needs. The retail environment of a spa is a part of that entire package, one that complements and supports the spa’s philosophy.

Bob Hope was known to mention the beneﬁts of his daily massage for feeling so well in his later life. Unfortunately, it is the rareﬁed few who will enjoy the beneﬁts of a daily treatment. This is one of the reasons that retail ﬁts in with the overall purpose of spa.

Retail Management for Spas | Chapter 1.2 | What is Retail?

The word “retail” covers a broad expanse of businesses. It can cover anyone who sells anything in small quantities to the person who will consume those items. Retail stores take on a lot of different appearances. They can be huge department stores, small souvenir shops, arts and craft booths, or gift shops.

Even in the spa environment there is no single picture that illustrates retail. Rather there is a collage of portraits ranging from shelves in a hallway to large boutiques to cozy lounges to shiny displays.

Retail Management for Spas | Chapter 2 | Retail Planning

Jazmine melted onto the bamboo mat, rubbing the Seasons Spa’s moisturizer onto her arms as she prepared to meditate. It was the end of her ﬁrst day as spa director at the Seasons Spa, a resort/hotel spa with a medical emphasis built into a beautiful beachfront destination resort.

Planning is at the heart of good management. Every spa manager, retail manager, or spa executive has a responsibility to become as knowledgeable as possible about the art and science of management—hence the plan.

Retail Management for Spas | Chapter 2.5 | Who are Spa's Customers?

The answer can be found in the spa’s surroundings. Is it in an upscale mall with customers looking to spend their disposable income on high-end products? Or is it near a college campus, where penny-pinching students will likely be its biggest customers?

Retail Management for Spas | Chapter 3 | Purchasing

Reuben clicked offline after making his plane reservations and went to the printer to pick up the conﬁrmation. He would be leaving for the ISPA conference in six weeks. He was especially looking forward to the Expo as he’d made appointments with two of his vendor partners to discuss their new lines.

Retail Management for Spas | Chapter 3.1 | Purchasing Strategies

Purchasing often feels somewhat akin to shopping. The retail buyer—whether it is a retail manager or the spa director—gets to browse catalogs and brochures, sample products, and search for the best deals. However, unlike the individual shopper, the retail buyer has a weighty responsibility on his or her shoulders.

Retail Management for Spas | Chapter 3.2 | Vendor Selection

Getting a start on vendor selection can be overwhelming. Whether a spa is planning a new retail space or just rethinking its current one, there are some guidelines that can help a spa professional through this process.

Retail Management for Spas | Chapter 3.3 | Vendor Partnerships

The relationship between spas and their vendors can go far beyond the simple provision and purchasing of products. The relationship is one that can develop into a partnership—a partnership that is of equal value to both the vendor and the spa. When this happens, the vendor goes from being a seller to being a resource partner.